Märkte sind dynamischer denn je und Businessmodelle ändern sich. Oft unterstützt das Engineering nicht mehr ausreichend diese Dynamik, wodurch sich erhebliche Wettbewerbsnachteile ergeben können. Kürzere Zyklen und eine agile Kultur sind hierbei Schlüsselelemente für eine bessere Wertschöpfung, sind aber in großen Organisationen nicht trivial zu realisieren. Der Vortrag beschrieb am Beispiel von Visual Studio Team Services die agile Transformation der Microsoft Developer Division hin zu einer DevOps-Kultur beschreiben und Ihnen einige Einblicke hinter die Kulissen gewähren, wie die Developer Division heute arbeitet.

3. 4,307

4. 467
Spread out across 35 feature teams

5. ProductionDevelopment
Backlog
Requirements

6. Visual Studio
& TFS
Update 1
Visual Studio
& TFS
Update 2
Visual Studio
& TFS
Update n
VS Team Services

7. Code Test & Stabilize Code Test & Stabilize
Beta RTM
2 years

8. Planning
Customer feedback – we should
change the way a feature works. We
didn’t get it quite right…
… but we’re booked solid already.
2 years

9. S1 S2 S3 S4 S5 Stabilization S6
A
B
S7 S8

10. 2 years
3 weeks

11. https://flic.kr/p/arXUyP

12. Alignment
Autonomy
“Let’s try to give our teams three things….
Autonomy, Mastery, Purpose”

13. Scenarios
Features
Stories
Tasks

14. Sprint
3 week
3
Plan
3 sprint
Season
6 month
Scenario
18 month
3 6
SpringFallSpring Fall
Aspirational
60%

15. Sprint
3 week
Plan
3 sprint
3
Season
6 month
Scenario
18 month
3 6
SpringFallSpring Fall
Hopeful
80%
What Epics are we lighting up

16. Sprint
3 week
3
Plan
3 sprint
Season
6 month
Scenario
18 month
3 6
SpringFallSpring Fall
Thoughtful
90%
What features are planned?

17. Sprint
3 week
3
Plan
3 sprint
Scenario
18 month
3 6
SpringFallSpring Fall
Confident
95%
What stories are we complete? What features are shipping?
Season
6 month

18. Week 1 Week 2 Week 3
Week 1 Week 2 Week 3Week 2 Week 3
Sprint 98
Sprint 97 Sprint 99
The sprint plan What we accomplished

20. • Updates were large
• Months apart
• Lots of problems!
4/1/2010 4/23/2012
5/3/2010
TFS 2010 RTM
4/23/2011
ServiceDeployment
8/5/2011
ServiceUpdate
9/26/2011
//BUILD2011
12/7/2011
ServiceUpdate
1/30/2012
ServiceUpdate
2/20/2012
ServiceUpdate
3/12/2012
ServiceUpdate
4/2/2012
ServiceUpdate

21. Program Management Development Testing
Operations

22. Program Management Engineering
Operations
Engineering

23. Program Management Engineering

25. Week 1 Week 2 Week 3
Week 1 Week 2 Week 3Week 2 Week 3
Sprint 98
Sprint 97 Sprint 99
Deployment
Sprint Planning
Done

26. Week 1 Week 2 Week 3

27. Week 1 Week 2 Week 3

28. Week 1 Week 2 Week 3

29. Week 1 Week 2 Week 3

30. ONE

31. Code Test & Stabilize Code Test & Stabilize
Beta RTM
Planning
Code
Complete

34. ON
OFF

35. ON
OFF

36. ON
OFF

37. ON
OFF

38. ON
OFF

39. ON
OFF

41. VSO SU1
Chicago
VSO SU0
San Antonio
VSO SU4
Amsterdam
Shared Platform Services
San Antonio

43. Existing experience Baseline:
36% conversion to project
50% to 100% customers
conversion to project (+18%)

44. There’s no
place like
production!

47. Telemetry everywhere
Customer IntelligenceBusiness IntelligenceOperational Intelligence
Dashboard DevOps Debug Experiments

48. Getting the availability model right
0,8
0,82
0,84
0,86
0,88
0,9
0,92
0,94
0,96
0,98
1
-200
0
200
400
600
800
1000
1200
1400
1600
9.25.13 2:24 PM 9.25.13 3:36 PM 9.25.13 4:48 PM 9.25.13 6:00 PM 9.25.13 7:12 PM 9.25.13 8:24 PM 9.25.13 9:36 PM 9.25.13 10:48 PM
Sept 25th 2013 LSI
FailedExecutionCount SlowExecutionCount Start End Availability (ID4 - Activity Only) Availability (Current)

49. Alerting is key to fast detection
Every alert must be actionable and represent
a real issue with the system.
Alerts should create a sense of urgency –
false alerts dilutes that
Redundant alerts for same the issue
Needed to set right thresholds and tune
often
Stateless alerts contributed to further noise

50. Health model in action
• 3 errors for memory
and performance
• All 3 related to same
code defect
• APM component mapped to feature team
• Auto-dialer engaged Global DRI
Eliminated alert noise
~928 alerts per week to
~22 and reduced DRI
escalations by ~56%

51. Live Site Issues (LSIs)

52. Time to MitigateTime to Detect
%ofIncidents
DRAFT
DRAFT
Microsoft Confidential 52
Service Availability & Health Metrics
DRAFT DRAFT
DRAFT
IncidentCount
IncidentCount
DRAFT
DRAFT
DRAFT
%ofIncidents
UserMinutes
DRAFT
DRAFTDRAFT
Error By SourceIncidents by Severity
User Impact Minutes During Incidents [TFS
Only]
3
2
1
4
1. TFS Availability is on an improving trend. No Sev0/Sev1 LSIs for July.
2. App Insights switched from synthetic availability to real-user experience in Ibiza portal. A high
volume of SEV-2 LSIs (72) contributed to customer impact in addition to intermittent UX errors.
(UX fixes applied on 8/11 that improves availability)
3. App Insights was impacted by 3 long running LSIs related to ES maintenance, Ibiza updates and
an Azure Storage outage.
4. TFS Service attainment (SLO) improved significantly MoM with focus on minimizing failed/slow
commands and reviewing in weekly LiveSite reviews

53. Service status

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